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Home PageVisioning Executive Summary
What is DSP Visioning?
The visioning process recently completed within the Division of State Parks began with Division Director's view of various documents and notes about ideas that had been presented or ideas that seemed worthy of further consideration. In early 2006, this list was compiled into a director’s draft of these ideas to show to the division leadership and get new input. During that process, staff felt a broader audience was needed to look at the ideas, evaluate them and add others that seemed worthy of consideration. Therefore, a visioning process was begun and it continued from the fall of 2007 with the initial report prepared late in 2008.
The Process That Was Followed
The initial visioning ideas that were gathered were reviewed and additional input was obtained from a series of staff meetings, the Jaeger Academy sessions, and a stakeholder visioning meeting. These ideas were placed on the Internet for public comment. The final draft was developed by meeting with an additional group of key stakeholders and our divisional executive staff. The key ideas were reviewed and prioritized within seven separate categories: 1) Funding; 2) Marketing and Promotions; 3) Diversity; 4) Staff Expansion and Training; 5) Programs and Events Expansion; 6) New and Expanded Facilities; and 7) Miscellaneous.
Needs Assessment
While this process was under way, the Department Director asked the division to develop a Needs Assessment. This assessment was to identify all the current and future needs of the state park system by project or grouping, and to indicate why this need was critical. From there, the cost and potential FTE for each of these projects was to be assigned. This exercise utilized many of the concepts identified and prioritized in the visioning process. The assessment is attached to the visioning document and incorporated by reference.
Current Economic Conditions
It should be noted the current economic crisis in the country was not taken into consideration in the visioning or needs process. However, there may be some ideas that were not our initial priorities during the prioritization that may deserve a second look if revenue forecasts remain conservative into the future. Some consolidation, reduced seasonal operations and even park and historic site "banking" (i.e., closing or leaving them open for use without services until the needs and funds are available) are examples.
Draft Vision
This document was intended to be unfinished and open ended as it was to be used as an idea generator. As circumstances change, some items will become obsolete or unreasonable, while other ideas could be added for consideration.
Summary
In summary, visioning engaged staff, the public and constituency groups in a process that educated all to the issues and ideas for addressing state park concerns. The process allowed for significant sharing of ideas and priorities related to state parks and will leave a "living" document in place as the system prepares for its second century. The ideas and visions are many and varied, and this draft document should be a useful tool for future administrators, legislative leaders and others to guide the state park system toward a preferred future. This document will assist future leaders in understanding the issues and the challenges facing the system better than when the process began. Decisions on implementation are left for others to deliberate and set their own priorities. However, the visioning draft document will form the basis for those future discussions.
Conclusions
The Missouri State Park System has a rich history with many successes and failures. To maintain the public support that has been characteristic of this system, it will require constant attention to the needs that evolve from the users of state parks and historic sites and leadership that looks further down the road toward unanticipated needs. This vision will dictate actions that others may not see as necessary, but when viewing the system needs on the long term, they may be vital to the future of state parks. One thing is certain -- we live in an era of continual change. Only by looking into the future can one take the steps necessary to maintain the relevance of a state park system to the people and continue the excellent heritage of Missouri state parks.
Recommendations
- It is recommended that Division of State Parks administrators review and update this document on a frequent, if not annual, basis.
- It is recommended the Department and Division continue to search out new forms of revenue or develop a strategy to return General Revenue funding to state parks.
- All recommendations that can result in increased revenues (without impacting the resources), and those that address cost avoidance or reductions must receive the highest priority.
- Those recommendations that mention staff, user, urban outreach and program diversity get immediate priority.
- An internal visioning group should be given the responsibility to review these ideas on a regular basis.
Visioning Priorities
The following links are to Visioning Priorities developed by the State Parks executive staff with representation from key constituency groups.
